Elements and Performance Criteria

The Range Statement explains the scope and context of the unit of competency allowing for differences between workplaces. The scope of variables chosen for training and assessment requirements will depend on the particular work situation.
Formal networks may include:
Key people
Local organisations
Interest and support groups
Lobby groups
Regional specialist and peak associations
Advisory committees
Associations
Businesses
Law enforcement agencies
Government ministers/departments
Networks may serve the purpose of:
Achieving corporate objectives
Accessing the services and resources of other organisations
Promotion of organisation and/or programs
Strategic planning
Encouraging coordination amongst organisations and workers
Enhancing service delivery
Networking needs may be as a result of, or leading to:
New government policies
New or reviewed strategic plan
New organisations/services starting up
Restructuring of organisation
Enhanced service delivery
Funding imperatives
Strategies for the development of new networks may include:
Liaison with relevant government, community, business and other representatives
Participating and managing formal network committees
Negotiating with relevant organisations for network participation
Liaison with other network organisations
The Range Statement explains the scope and context of the unit of competency allowing for differences between workplaces. The scope of variables chosen for training and assessment requirements will depend on the particular work situation.
Formal networks may include:
Key people
Local organisations
Interest and support groups
Lobby groups
Regional specialist and peak associations
Advisory committees
Associations
Businesses
Law enforcement agencies
Government ministers/departments
Networks may serve the purpose of:
Achieving corporate objectives
Accessing the services and resources of other organisations
Promotion of organisation and/or programs
Strategic planning
Encouraging coordination amongst organisations and workers
Enhancing service delivery
Networking needs may be as a result of, or leading to:
New government policies
New or reviewed strategic plan
New organisations/services starting up
Restructuring of organisation
Enhanced service delivery
Funding imperatives
Strategies for the development of new networks may include:
Liaison with relevant government, community, business and other representatives
Participating and managing formal network committees
Negotiating with relevant organisations for network participation
Liaison with other network organisations

The Evidence Guide identifies the critical aspects of assessment, and the essential knowledge and skills to be demonstrated to confirm competency in this unit. The Evidence Guide is an integral part of the assessment of competency and it should be read carefully in conjunction with the Range Statement, elements and performance criteria.
Critical aspects of assessment:
Networks developed meet the needs of the organisation and its clients.
Essential knowledge:
Power relationships within and between organisations
The values and limitations of networks
The dynamics of networks
Processes of initiating and supporting community development planning
Strategic planning
Existing relevant networks
Lobbying in the context of organisational protocols
Essential skills:
Negotiation
Reporting and record keeping
Lobbying
Dealing with diverse and/or specific cultural groups
Resource implications:
Access to appropriate workplace where assessment can be conducted, or
Simulation of realistic workplace setting for assessment
Consistency in performance:
Assessment may include observations, questioning and evidence gathered from the workplace
Assessment may take place on one occasion
Context of assessment:
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions. This may include the use of languages other than English and alternative communications systems.
The Evidence Guide identifies the critical aspects of assessment, and the essential knowledge and skills to be demonstrated to confirm competency in this unit. The Evidence Guide is an integral part of the assessment of competency and it should be read carefully in conjunction with the Range Statement, elements and performance criteria.
Critical aspects of assessment:
Networks developed meet the needs of the organisation and its clients.
Essential knowledge:
Power relationships within and between organisations
The values and limitations of networks
The dynamics of networks
Processes of initiating and supporting community development planning
Strategic planning
Existing relevant networks
Lobbying in the context of organisational protocols
Essential skills:
Negotiation
Reporting and record keeping
Lobbying
Dealing with diverse and/or specific cultural groups
Resource implications:
Access to appropriate workplace where assessment can be conducted, or
Simulation of realistic workplace setting for assessment
Consistency in performance:
Assessment may include observations, questioning and evidence gathered from the workplace
Assessment may take place on one occasion
Context of assessment:
This unit is most appropriately assessed in the workplace or in a simulated workplace and under the normal range of workplace conditions. This may include the use of languages other than English and alternative communications systems.